Call Centre, Help & Service Desk Management An Overview of Current Best Practices for Managing Customer Satisfaction

Introduction Introductions Agenda

Introductions Your presenter The Art of Service You Your role(s) Your expectations

Course Map 1. Positioning 2. Organisational aspects 4. Technology 3. Process5. People 6. Improving the Service Desk

Course Agenda (1) Module 1. Positioning of Service Desk IT Service Management role in organisations Getting the budget you need ITIL as a best practice framework Incident Management & other processes Module 2. Organisational Aspects How a Call Centre or Service Desk adds value to the organisation Choosing a structure Resources, hiring Reporting

Course Agenda (2) Module 3. A process approach Describing the Incident Management process Process implementation Procedures & work instructions Maturity levels Module 4. Technology Service Desk support tools Tool selection Call Centre / Internet integration

Course Agenda (3) Module 5. People Skill levels Skill sets (performance measurement) Career development Knowledge management Leadership Module 6. Improving the Service Desk Continuous improvement Improvement approach

Course Approach Presentations Slides handouts in your binders Discussions Exchange experiences Exercises Going through the process of reaching a solution Hand outs Reference materials for back in the office:  Syllabus  Case studies (source: Internet)  White Papers (source: Internet)

Questions?

Module 1. Positioning How the Call Centre or Service Desk fits in with other management concepts

IT Management vs Development Development: Creating new functionality Usually involves new technology High profile in schools, books, conferences etc Various methodologies & frameworks Visible to business ‘Sexy’ Management: Managing existing functionality Usually involves current technology Relatively low profile Limited frameworks Less visible to business (unless things go wrong) Not very ‘sexy’

IT Service Management (ITSM) Focus Organisation Process People Technology

ITSM: Adding Value organisational objectives business processes IT services ITSM improve time to market procurement, logistics “logistics support” processes, resources for example:

IT Service Management Benefits Increased added value to the business Increased customer satisfaction Clearer metrics on effectiveness & efficiency Higher interaction between various IT (support) groups Increased quality of communication More sustainable balance between reactive and proactive work Consistency & efficiency in activities Clearer responsibilities

Processes & the Organisation CIO OperationsDevelopment Customer Relationship Service Desk Desktop Support Network Support Server Support Fin. Apps HR Apps Log Apps Account Mgt. Vendor Mgt. Bus. Analysts

ITIL Background: IT Infrastructure Library => collection of books Developed by CCTA now called OGC (Office of Government Commerce) in the late 80s Set of best practice processes for IT Service Management Proven framework Training numbers reflect industry adoption (see next slide)

ITIL Model Service Support Service Delivery Security Management The Business Perspective ICT Infra- structure Mgt. Planning to Implement Service Management Applications Management Source: ITSMf The Business The Technology

ITIL: Service Delivery Processes Service Level Management Financial Management Capacity Management Availability Management IT Service Continuity Management providing services managing risk managing $ defining services

ITIL: Service Support Processes Incident Management Release Management Change Management service control Service Desk Problem Management service continuity service flexibility Configuration Management

Key Relationships Service Desk Problem Management Service Level Management Incident Management Change Management

Definitions / Terminology Call Centre Help Desk Service Desk Unskilled Skilled Expert

Single Point of Contact Call Center Unskilled SD Expert SD Skilled SD Skill level Costs First line resolution 100% 0 %

Questions?

Module 2. Organisational Issues Adding Value to the Organisation

The Service Desk Role Customer & End User Service Desk call solution Support group support 1st line2nd line3rd line Support group organisation

The outsourced service desk Customer & End User Service Desk call solution Support group 1st line2nd line3rd line Support group organisation support

Service Desk in multi-regional organisation Service Desk / Call Centre / Help Desk Support Team 1 Service Support Tool to register calls and follow up actions SD First Line Support Business Units in organisation Support Team 2 Support Team 3

Service Desk Tasks Contact with / supporting the users processing of incidents processing of service requests processing of (standard) requests for change Management tasks controlling maintenance suppliers backups, restores, user accounts, … Any others?

Service Desk Benefits To: the business (individual) users IT staff IT management

Aligning Goals Vision / mission statement Strategy / business plan Goals / objectives Key Performance Indicators

Reporting (1) Efficiency: Productivity: # staff per period Value add: First line resolution Knowledge mgt: # knowledge base hits etc… Effectiveness: Timeliness: Resolution time Accuracy: % correct resolution Quality: % solved within SLA etc…

Reporting (2) Questions: What? Who? Where? When? Why??

Service Desk User Group Support Group Organisation: Centralised Service Desk

Service Desk User Group Support Group Organisation: Local Service Desk Service Desk

Organisation: Distributed Service Desk User Group Support Group Service Desk

Organisation: Split Function Service Desk User Group Support Group Service Desk

User Group Support Group Service Desk SD Analyst Organisation: Virtual Service Desk

Resources Number of SD staff will depend on: Size of organisation (number of users) Type of organisation Complexity of IT infrastructure Reliability of infrastructure Diversity of systems (degree of standard / non standard systems) Geographical locations Service Level Agreements Budget

Module 3. Process Approach Gaining insight into the Incident Management process

Objective Restores normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the agreed levels of availability and service are maintained In your own words?

Process Model Investigation Classification Incident Recording Resolution Monitoring Closure = Service Desk responsibility

Incident Recording Which incidents? Incident sources? (where from?) What information? How much detail? Who’s responsibility Investigation Classification Recording Resolution Monitoring Closure

Classification Priority, based on: Impact & Urgency Type of incident: Eg mainframe, desktop, application Need clear guidelines for quick entry: Simple Unambiguous Effective Investigation Classification Recording Resolution Monitoring Closure

Investigation Can take place anywhere in support area If necessary, escalate! Dependant on CMDB Investigation Classification Recording Resolution Monitoring Closure

Resolution Not interested in underlying cause Focus on removing symptoms Solved when original functionality retained (eg. user can print again) Investigation Classification Recording Resolution Monitoring Closure

Only after consulting with user Only done by Service Desk Investigation Classification Recording Resolution Monitoring Closure

Monitoring Service Desk accountable for ALL incidents, regardless of who’s dealing with them Service Desk should have authority to (re)allocate resources in other areas Hierarchical escalation to inform management Focus on SLAs Support tool helps keep track of multiple incidents Investigation Classification Recording Resolution Monitoring Closure

Process, Procedure & Work Flow Process Procedures Work instructions Why & how? What, who, when & where? How (exactly)?

Process Format Process Step Decision Process Flow Trigger Result Swim lane Record call Solved? phonesolved Help DeskOperations

ARCI Model Group AGroup BGroup CGroup D Step 1ARRRC Step 2ARCCI Step 3RA Step 4ARI Index: A: Accountable (owns it) R: Responsible (does it) C: Consulted (provides info) I: Informed (receives info)

Process Maturity Maturity Added Value High Low High “Infrastructure Manager” “Business Enabler” “Service Manager” “Over-kill” “Under- value”

Questions?

Module 4. Technology Issues Finding the right tool

Service Desk Support Tools Service Desk / Help Desk tools Telephony tools Service Management tools (Configuration, Problem, Change Management) Network monitoring tools (availability, capacity) Network Management tools (remote support, user account management) Release Management tools Knowledge Management tools

Service Desk Support Tools Websites to check out: White Papers on: Loyalty + Efficiency = Profit: Case Studies in Contact Center Success Webcast Search on Google: Call Centre, Helpdesk tool, Support tool

Tool Selection (1) Tool requirements: Determine need / nice to haves Which fields to support process? User friendliness Speed Knowledge base: search on historical info? Security: read / write access Modules Reporting functionality

Tool Selection (2) Vendor requirements: Reputation / history Support focus Training & consulting? Future plans (new modules?) ITIL awareness? References (visit them!) Partnership?

Costs Tool costs: Back end Front end: licenses Equipment costs: Server / disk space Network capacity Desktop requirements? Training: Support staff Tool maintenance staff Consulting: Tool configuration (Future) changes: adaptability?

Selection Process Set up a project structure Project manager & team Scope Deadlines / time frame (project plan) Selection criteria Request for tender (optional) Short list vendors Presentations / demo’s Final cost benefit analysis Selection

Questions?

Module 5. People Getting the most out of your people

Skill Levels Call Center Unskilled SD Expert SD Skilled SD Skill level Costs First line resolution 100% 0 %

Skill Sets technical skillsbusiness understanding communication skills

Skills Matrix ManagerTeam leader Senior Analyst Analyst Skill A1112 Skill B-123 Skill C-1-- Skill D3322 Index: 1. V. important 2. Important 3. Appreciated - NA

Career Development Career Development Plan: Current situation Goals / ambitions Career Strategy Necessary skills Required experience Training requirements Action plan Sign off & revision date

Knowledge Management How do we know what we know? Documentation (incl guidelines) Ownership Stimulate interaction Job rotation Knowledge base (see ‘tools’) Presentations Training ‘Business visits’ Social events

Leadership Manager: Do things right Focus on efficiency Leader: Do the right things Focus on effectiveness Clear direction Communication Managing by example! Walk the talk

Questions?

Module 6. Improving the SD Function How to (continuously) improve the Service Desk

Continuous Improvement PlanDo ActCheck Source: Deming Improvement Quality Assurance

Implementation Approach A. Understanding current situation B. Determining desired situation C. Transformation: 1 Planning 2 Implementation 3 Review 123

Cultural change P D AC Sense of Urgency Interdependence Organisational Change Resistance Cultural Change Guiding Coalition Power and Authority Instrumental Social / Emotional Negotiation Communicating the Vision Reason for Change Issues to AddressEmbedding the Change TIME Plan-Do-Check-Act Ongoing measurement of: -Benefits Realisation - ROI Copyright: The Art of Service

Questions?

The Art of Service tel Sydney, Melbourne, Canberra, Brisbane